THE REGENT THEATRE TRUST BOARD · Restoration and Refurbishment, in conjunction with the Friends of the Regent. Key event to mark the 20 years since the Regent Restoration and Refurbishment

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The Regent Theatre Trust – Statement of Intent 2017/18 – 2019/20

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STATEMENT OF INTENT

FOR

THE REGENT THEATRE TRUST BOARD

2017/18 – 2019/20

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CONTENTS PAGE

� Contact Details ……………………………………………………………………………………………2

� Introduction ……………..………………………………………………………………………………………3

� Purposes of the Trust .………………………………………….………………………….…………….……..3

� Goals and objectives of the Trust (Vision, Mission, Our Values, Strategic Priorities) ……………4 - 6

� Key Issues of Intent For Planning Period (Concerns and Constraints) ………………………………… 6

� Planned Strategies for three-year planning period……………………………………………………….7 - 14

� Summary of Key Performance Indicators for planning period .......................................................... 15

� Budget: For the Years Ended 30 June 2017, 2018, 2019 & 2020 .......................................................... 16

� Governance Statement, Signatures …….. .. …………………………………………………………………17

CONTACT DETAILS

Registered Office: C/- Palmerston North City Council

Legal Status:

The Regent Theatre Trust is a Council Controlled Organisation (CCO) for the purpose of the Local Government Act 2002 and operates as a Charitable Trust under the Charitable Trust Act 1957

It is a not for- profit CCO

Civic Administration Building

The Square, Palmerston North

Website: www.regent.co.nz

Phone: (06) 35 02100

Email: [email protected]

Main Contact: Charles Forbes

Role in CCO: General Manager

Address: The Regent Theatre Trust

PO Box 1723

Palmerston North

Phone: (06) 350 2100

Email: [email protected]

Fax: (06) 350 2108

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1. INTRODUCTION

The Regent Theatre is a unique key historic, cultural and community facility for Palmerston North, re-born out of a public “Save the Regent” movement to ensure the continued enjoyment of the theatre by the people of this region. The Regent Theatre Trust Board is also unique in its ability to provide additional events and to make additional resources available to its users. The two supporting structures (over and above funding from the Palmerston North City Council) that enable the Board to operate in this way are Regent on Broadway Promotions and the fundraising achieved by the Friends of the Regent. This situation allows the Regent three approaches to the programming of events offered: buying in touring professional shows, assisting existing show providers and offering an affordable community pricing structure. This enables the Regent to support shows that fit more closely with the PNCC Arts Strategy, particularly in supporting diversity, while also attracting other community use and income through its wider historical and aesthetic appeal e.g. weddings, photographic opportunities and other community events. In the 20 years since the restoration and refurbishment of the theatre, competition for audience patronage has increased, the challenge for the Board now is to prepare strategies that maintain and renew existing and future users and patrons. The preparation of the next Strategic Plan is the Board’s opportunity to put into place and implement strategies to take the theatre forward into the next Strategic Planning period.

2. PURPOSES OF THE TRUST The Regent Theatre Trust is governed by its Trust Deed, which describes the purposes of the Trust as follows: “To control, develop, promote, enhance and maintain the Regent Theatre so that it may be utilised and enjoyed by the inhabitants of the Manawatu area including:

(i) securing the future of the Regent Theatre.

(ii) preparing in consultation with Council a three yearly Strategic Plan and an Annual Plan for attaining the purpose”.

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3. GOALS AND OBJECTIVES OF THE TRUST 3.1 The principal goals and objectives of the Board’s current Strategic Plan which provides

the general direction of the Board’s activities are as follows:

(a) To maintain the architectural and historical significance of the Regent on Broadway for future generations.

(b) To be an exciting live performing arts venue and multipurpose venue.

(c) To be professionally operated and financially secure.

(d) To develop and maintain a strategy for strong partnerships and collaboration

3.2 The Board’s current Strategic Plan particularises these principal goals and objectives as follows:

(a) Vision

To be New Zealand’s leading and most vibrant provincial Theatre.

(b) Mission The historically significant Regent on Broadway shall be a vibrant and unique theatre, performing arts and community venue providing exciting opportunities for the diverse public of the city and region.

(c) Our Values

An appreciation of:

• The architectural and historical value of the Regent on Broadway for the community and future generations.

• The value of live performing arts in fostering cultural and community well-being.

• The social benefits of nurturing and promoting an appreciation of cultural and artistic values in the community generally and especially recognising the cultural diversity that exists within our city and that every endeavour is made in encouraging these cultures to perform on the Regent stage, particularly the youth of the region.

• The unique world-class qualities of the venue compared with comparable venues elsewhere, both nationally and internationally, enabling our city to provide and be known for hosting world-class theatre-going experiences.

• The value of unique amenities such as the Regent on Broadway to the image and external perception of Palmerston North.

• The value of a first class amenity such as the “big stage” at the Regent in bringing on and developing the array of local talent in the community.

• The importance of maintaining a professionally operated and financially efficient venue as a means of promoting and securing these values.

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(d) Strategic Priorities:

1. To maintain the architectural and historical significance of the Regent on Broadway for future generations.

(a) Maintain and develop the internal and external historic features and

general structure of the building.

(b) Develop and promote events that reflect the architectural and or

historical significance of the venue and its significant point of difference as a venue.

(c) Review, maintain and develop key partnerships relating to the

architectural and historical significance of the building.

2. To be an exciting performing arts and multi-purpose community venue.

(a) Review, plan and implement an updated audience development strategy which encourages diversity of audience and participants.

(b) To utilise Regent on Broadway Promotions to develop strategic events that balance programming.

(c) To maintain, review, develop and increase community usage.

3. To be professionally maintained and operated and financially secure.

(a) Review, implement and resource professional development to ensure a professional standard of theatre and venue management.

(b) Ensure sound financial, legal, compliance operation, and technical and management systems.

(c) Ensure a strong relationship with Friends of the Regent to supply front

of house services and resource development.

4. Develop and maintain a strong strategy for marketing, partnerships and collaborations.

(a) To maintain strong current relationships and to seek new partnerships in order to retain a strong position in the community and develop “added benefit” to the Regent through collaboration and partnerships e.g. Key Promoters, PNCC, Friends of the Regent, key arts, cultural and community organisations and Funders.

(b) To market the unique points of interest of the Regent on Broadway.

(c) To scope and establish new strategic relationships to further diversify usage.

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(d) To review and update the Regent on Broadway marketing and audience development plan.

(e) To create a vibrant synergy with Broadway.

(f) To maintain and develop new and existing relationships with key youth organisations and institutions through a youth engagement strategy.

4. KEY ISSUES FOR 2017/18, 2018/19 AND 2019/20

Concerns and constraints

The principal challenges, concerns and constraints which the Board faces and wishes to address during the planning period are as follows:

• Identified issues in respect to ticket affordability for patrons at low or zero value for strategic events.

• Identified issue in respect to the pressing updating of the theatre audio system and digital projection capability.

• Identified issue in respect to audience diversity and development.

• Identified issue in respect to maximising social media for the marketing and promotion of the venue and events.

• Identified issues in respect to the considerable growth in and competition that exists from home theatre and entertainment systems.

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PLANNED STRATAGIES FOR 2017/18, 2018/19 AND 2019/20


Planned strategy Outputs (KPIs)

2017/18 2018/19 2019/20

Maintain and develop the internal and external historic features and general structure of the building.

Review, plan and implement the necessary maintenance and upgrading tasks and utilise skilled workers and consultants. Increase and improve the theatres hospitality space.

Review, plan and implement the necessary maintenance and upgrading tasks and utilise skilled workers and consultants.

Review, plan and implement the necessary maintenance and upgrading tasks and utilise skilled workers and consultants.

Develop and promote events that reflect the architectural and or historical significance of the venue and its significant point of difference as a venue.

Plan the 20 year anniversary celebrations of the Regent’s Restoration and Refurbishment, in conjunction with the Friends of the Regent.

Key event to mark the 20 years since the Regent Restoration and Refurbishment e.g. theatre tours and performance trail reflecting the architecture/history. Review historical and architectural resources and potential for future event/display/resource development planning. Stage one event in conjunction.

Scope new events or exhibitions which reflect the architectural or historical significance of the venue. Stage one event in conjunction.

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2017/18 2018/19 2019/20

Review and maintain and develop key partnerships relating to the architectural and historical significance of the building.

Annually review Heritage New Zealand designation. Develop partnerships with relevant historical organisations e.g. Historic Places Trust, Manawatu Heritage etc.

Annually review Heritage New Zealand designation.

Annually review Heritage New Zealand designation.



2017/18 2018/19 2019/20

Review, plan and implement an updated audience development strategy which encourages diversity of audience and participants.

To scope the potential of a booking (professional or community) to strategically develop the audience/participation base and or create added benefit for the Regent e.g. the Moon Festival performance with the Chinese Community or Pasifika.

To mark the 20 years since the theatre’s Restoration and Refurbishment - Key event/s with Friends of the Regent.

Review and develop the concept of an annual Mid-Winter series of events for July as a marketing strategy for the venue.

Scope and develop a strategy for the Regent on Broadway as a

To scope a youth partnership project with a community group e.g. a youth music project with The Stomach.

Review the concept of an annual Mid-Winter series of events for July as a marketing strategy for the venue.

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2017/18 2018/19 2019/20

Develop the concept of an annual Mid-Winter series of events for July as a marketing strategy for the venue.

venue for broader and more varied community and professional events e.g. exhibitions, weddings, launches, promotions.

To work towards being the venue of choice for national adjudicated events such as “PACANZ”, “Big Sing” and Kapa Haka.

Implement and review a broader use strategy.

To work towards being the venue of choice for national adjudicated events such as “PACANZ”, “Big Sing” and Kapa Haka.

To utilise Regent on Broadway Promotions to develop strategic events that balance programming.

Actively to source new, exciting events that would not necessarily come to Palmerston North.

To review annually.

Actively to source new, exciting events that would not necessarily come to Palmerston North.

To review annually.

Actively to source new product.

To review annually.

To maintain, review, develop and increase community usage.

Actively to promote the unique resources and the affordable pricing structure available to theatre users.

To host 8 annual school productions/graduations.


To work alongside existing arts/community organisations to continue to use the theatre and to develop new relationships.


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2017/18 2018/19 2019/20

Review, implement and resource professional development to ensure a professional standard of theatre and venue management.

Identify areas of staff, board and volunteer training, implement and review a training programme.

Undertake an annual Board, staff and key organisational relationship review.

Identify gaps and provide social media training.





Ensure sound financial, legal, compliance operation, and technical and management systems.

Maintain all current financial reserves.

Ensure a sound annual audit making sure all information required is in a readily accessible form. Review financial operations with accountant/auditor and implement any changes.

Review and develop fundraising strategies and plan and scope new initiatives.

Review, plan and implement a new 10 year Strategic Plan. Maintain all current financial reserves.


Maintain all current financial reserves.



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2017/18 2018/19 2019/20

Insure all insurance covers are in place (Board, public liability, health and safety, venue etc). Annually review all insurances and legal documents and implement any recommendations or changes. Annually review human resource needs, policies and plans e.g. health and safety, compliance, communication, IT and technical systems. Review Board policies and the annual Board work programme. Review the annual event programme against the strategic priorities. Undertake annual staff and Board performance reviews.




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2017/18 2018/19 2019/20

Annually review and scope theatre technical capabilities and develop a replacement or advancement plan e.g. Theatre sound system and digital projection.

Annually review and scope theatre technical capabilities and develop a replacement or advancement plan e.g. Theatre lighting system and digital projection equipment.

Annually review and continue to scope theatre technical capabilities and develop replacement or advancement planning.

Ensure a strong relationship with Friends of the Regent to supply front of house services and resource development.

Annual review of relationship, regular meetings and reports.

Plan and collaborate annually on resource development and events.

Include Friends of Regent Annual Report with Regent Trust Report.

Host a “thank you” event annually.

Acknowledge and promote the Friends of the Regent role and the benefits to the Regent on Broadway are to be included in Regent material.

Ensure Friends of Regent relationship is strong through review, reporting, management, training and acknowledgement.

Ensure Friends of Regent relationship is strong through review, reporting, management, training and acknowledgement.

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2017/18 2018/19 2019/20

To maintain strong current relationships and to seek new partnerships in order to retain a strong position in the community and develop “added benefit” to the Regent through collaboration and partnerships e.g. Key Promoters, PNCC, Friends of the Regent, key arts, cultural and community organisations and Funders.

Work alongside existing arts/community partner organisations to maintain and develop the use of the theatre.

Review current relationships and scope new relationships.

Work with Friends of the Regent 20th Anniversary project.

Scope and develop a project with a new partner or which enhances a current partner. e.g. The NZSO.

Scope and develop a project with a new partner or which enhances a current partner.

To market the unique points of interest of the Regent on Broadway.

Scope and plan 20th anniversary event/s.

Create Regent focussed events e.g. Theatre tours and Historic performance Arts Trail.

Create Regent focussed events e.g. Theatre tours and Historic performance Arts Trail.

To scope and establish new strategic relationships to further diversify usage.

Review and scope relationships and partnerships or collaborations with groups representing cultural diversity e.g. Scope a partnership or collaboration with the Chinese Community re Moon Festival, Chinese New Year, celebrations, or with Pasifika, Kapa Haka festivals, Diwali or youth and the Manawatu Multi Cultural Council.

20th anniversary event/s involves a new performance relationship.

Work collaboratively with a new cultural group.

Work collaboratively with a new cultural group.

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2017/18 2018/19 2019/20

To review and update the Regent on Broadway marketing and audience development plan.

Develop a social media strategy in collaboration with Friends of the Regent.

Review the current audience development strategy.

Review and develop Regent subscriber data base.

Develop a 20th Birthday marketing strategy.

Review marketing and audience development strategies.

To create a vibrant synergy with Broadway.

Regular meetings with key organisations or business e.g. monthly get-togethers with other Broadway tenants - to develop a unified plan of strategy.

Initiate Broadway strategy.

Review and further develop.

To maintain and develop new and existing relationships with key youth organisations and institutions through a youth engagement strategy.

Support a schools or community youth performing arts project.

To host 1 related event.

Scope a Youth project e.g. in conjunction with The Stomach, Gang Show and talent shows such as Reach for the Stars.

Review and develop relationships with groups representing cultural diversity.

To host 2 related events.

Review youth engagement strategy.

To host 3 related events.

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SUMMARY of KEY PERFORMANCE INDICATORS FOR 2017/18, 2018/19 AND 2019/20


2017/18

2018/19

2019/20

Develop and promote events that reflect the architectural and or historical significance of the venue and its significant point of difference as a venue. Events staged in conjunction.

1

1


To maintain, review, develop and increase community usage and to actively promote the unique resources and the affordable pricing structure available to theatre users. The number of school productions/graduations to be hosted.

8

9

10


To maintain and develop new and existing relationships with key youth organisations and institutions through a youth engagement strategy. The number of related events hosted.

1

2

3

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The Regent Theatre Trust

Forecast Budget

3 Years to 30 June 2020

Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast

Actual Actual Actual Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget

OPERATIONS BUDGET Year end Year end Year end Year End Low Average High Low Average High Low Average High

Jun-14 Jun-15 Jun-16 Jun-17 Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate

Income

Theatre Operations

Commission 5,020 2,788 2,607 3,000 2,850 3,000 3,150 2,850 3,000 3,150 2,850 3,000 3,150

Auditorium hireage 219,433 200,201 164,420 190,000 180,500 190,000 199,500 180,500 190,000 199,500 180,500 190,000 199,500

Other room hire 14,030 12,481 13,358 14,000 13,920 14,500 17,000 14,400 15,000 17,000 14,400 15,000 17,000

Advertising recoveries 28,854 36,954 25,989 33,000 33,600 35,000 36,750 33,600 35,000 36,750 33,600 35,000 36,750

Other Recoveries and Hireage 220,411 213,731 201,522 226,500 175,000 232,000 243,600 175,000 232,500 244,125 175,000 232,500 244,125

Interest 7,477 7,559 8,196 6,000 5,500 6,000 9,000 5,500 6,000 9,000 5,500 6,000 9,000

Sundry 114 29 129 200 150 200 500 200 300 700 200 300 700

Operating Grant from PNCC 229,040 234,643 236,521 215,760 218,781 218,781 218,781 221,844 221,844 221,844 224,949 224,949 224,949

Total Theatre Operations income 724,379 708,385 652,741 688,460 630,301 699,481 728,281 633,894 703,644 732,069 636,999 706,749 735,174

EventTicketingCentre 116,769 121,276 107,610 125,000 110,000 125,000 145,000 110,000 125,000 145,000 110,000 125,000 145,000

Total Theatre Income 841,148 829,661 760,351 813,460 740,301 824,481 873,281 743,894 828,644 877,069 746,999 831,749 880,174

Expenditure

Theatre Operations

Total personnel costs incl FOH Casuals 394,444 404,376 387,444 420,485 428,304 428,304 428,304 431,582 431,582 431,582 434,893 434,893 434,893

Total office expenses 9,671 8,988 6,637 10,050 9,000 9,100 11,500 9,000 9,100 11,500 9,000 9,100 11,500

Total operating costs 139,855 139,385 126,932 127,300 118,200 118,200 118,200 118,700 118,700 118,700 120,200 120,200 120,200

Total marketing including recoverable advertising 65,532 61,022 49,815 80,000 70,300 74,000 77,700 71,250 75,000 78,750 75,050 79,000 82,950

Total general expenses * 54,761 49,626 55,434 53,900 52,700 52,700 52,700 52,700 52,700 52,700 53,200 53,200 53,200

Total Theatre Operations 664,262 663,397 626,263 691,735 678,504 682,304 688,404 683,232 687,082 693,232 692,343 696,393 702,743

EventTicketingCentre

Operating Costs 25,530 23,382 23,177 18,000 17,000 23,800 20,000 17,000 23,800 20,000 17,000 23,800 20,000

Marketing 11,035 10,380 11,112 13,530 12,846 13,666 14,759 12,974 13,802 14,907 13,234 14,078 15,205

Personnel (salaries) 78,505 66,196 55,985 80,942 74,477 74,477 74,477 75,137 75,137 75,137 76,569 76,569 76,569

Retail/Admin premises lease and rates 17,245 13,996 13,293 - - - - - - - - - -

Total EventTicketingCentre 132,316 113,953 103,567 112,473 104,323 111,943 109,236 105,111 112,739 110,043 106,803 114,448 111,774

Audience Development

Personnel - 9,080 - 24,500 24,990 24,990 24,990 25,240 25,240 25,240 25,492 25,492 25,492

Promotion and Marketing 20,371 - - 5,000 4,700 5,000 5,400 4,700 5,000 5,400 4,700 5,000 5,400

Website upgrade 6,997 1,360 3,310 1,000 940 1,000 1,080 940 1,000 1,080 940 1,000 1,080

Showroom premises lease and rates 6,775 5,498 5,222 - - - - - - - - - -

Total Audience Development 34,142 15,939 8,532 30,500 30,630 30,990 31,470 30,880 31,240 31,720 31,132 31,492 31,972

Total Expeniture 830,721 793,288 738,362 834,708 813,456 825,236 829,110 819,223 831,061 834,995 830,278 842,333 846,489

Operations Surplus (Deficit) 10,427 36,373 21,989 (21,248) (73,156) (756) 44,171 (75,329) (2,417) 42,074 (83,279) (10,583) 33,685

Non-Operational Depreciation

(principally donated assets) 75,966 85,002 97,181 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000

Surplus (Deficit) after depreciation (65,539) (48,629) (75,192) (101,248) (153,156) (80,756) (35,829) (155,329) (82,417) (37,926) (163,279) (90,583) (46,315)

Regent on Broadway Promotions Budget

12 month to 30th June 2018

Income - Ticket sales from ROB productions 125,140 9,196 55,554 50,000 60,000 60,000 60,000 80,000 80,000 80,000 80,000 80,000 80,000

Expenses - Production costs for ROB productions 172,891 9,450 35,940 45,000 55,000 55,000 55,000 75,000 75,000 75,000 75,000 75,000 75,000

Surplus (Deficit) (47,751) (254) 19,614 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000

Forecast Budget

for year end - 2020

Forecast Budget

for year end - 2019

Forecast Budget

for year end - 2018

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GOVERNANCE STATEMENT The Regent Theatre Trust. The Regent Theatre Trust is established and governed by The Regent Theatre Trust Deed; available on request from the Secretary to the Board c/o Palmerston North City Council.

SIGNATURE This Statement of Intent was approved by The Regent Theatre Trust on: Date: ........................................................................................... Signed: ....................................................................................... Maurice Rowe, Chairman, The Regent Theatre Trust Inc

Documents

THE REGENT THEATRE TRUST BOARD · Restoration and Refurbishment, in conjunction with the Friends of the Regent. Key event to mark the 20 years since the Regent Restoration and Refurbishment